How benchmarking goes wrong (and how to do it right)
Planning ReviewPublished 1 January 1993
Lawrence S. Pryor, Steven J. Katz
Citations37
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Abstract
This producer of specialized industrial products with high margins was suffering from slow growth. So it benchmarked its sales effectiveness against four direct competitors, a non‐competitor in its industry, and one of the best sales forces in the nation. This case study also looks at implementation after three years.
Keywords
Business, Management and Accounting